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All you need to know about employee engagement
by Toronto Training and HR
August 2015
Page 2
CONTENTS3-4 Introduction5-6 Definition7-8 Levels of employee engagement9-10 Drivers of employee engagement 11-14 Work experience indicators15-19 Questions to ask20-21 Employee engagement around the world22-23 Employee engagement trends compared to economic
indicators 24-25 Factors and outcomes of employee engagement26-27 Business outcomes28-29 The impact of higher employee engagement levels30-31 Building an engaged workforce32-34 Steps to monitor and improve employee engagement35-36 Initiatives to increase levels of employee engagement37-38 Pitfalls to avoid when targeting employee engagement 39-45 Employee engagement in low wage, low skill jobs46-48 Trends for late 201549-50 Conclusion, summary and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
Definition
Definition • Employee engagement
Page 6
Page 7
Levels of employee engagement
Levels of employee engagement
• Engaged• Not engaged• Actively
disengaged
Page 8
Page 9
Drivers of employee engagement
Page 10
Drivers of employee engagement
• Work• People• Opportunities• Total rewards• Company
practices• Quality of life
Page 11
Work experience indicators
Work experience indicators 1 of 3
• Organization reputation
• Safety• Diversity• Benefits• Valuing people/people
focus• Customers• Coworkers• Work-life balance• Work processes• ResourcesPage 12
Work experience indicators 2 of 3
• Sense of accomplishment
• Autonomy/choice• Work tasks• Pay• Recognition• Physical work
environment• Managing
performance• Manager• Senior leadership• Learning &
development
Page 13
Page 14
Work experience indicators 3 of 3
• Career opportunities• People/HR practices• Customer focus• Brand alignment• Innovation• Communication• Business unit/division
leadership
Page 15
Questions to ask
Questions to ask 1 of 4
• Do you have a set of organizational values your employees can relate to?
• What % of your workforce do you feel behave in a manner which reflects the values of your organization?
• Is your organization’s engagement strategy set out in your organization’s business plan for 2015?
Page 16
Questions to ask 2 of 4
• How confident are you that your organization has the tools and skills to achieve its objectives?
• Does your organization have a ‘voice of the employee’ engagement program?
• What tools does your ‘voice of the employee’ program include?
• Does your organization measure engagement?Page 17
Questions to ask 3 of 4
• How do you measure employee engagement?
• How strongly do you believe that your organization recognizes the link between engagement and customer satisfaction, and employee engagement/business performance?
Page 18
Questions to ask 4 of 4
• What is the key employee engagement challenge your organization faces in the second half of 2015?
Page 19
Page 20
Employee engagement around the world
Employee engagement around the world
• Global• North America• Europe• Asia Pacific• Latin America• Africa/Middle East
Page 21
Page 22
Employee engagement trends compared to economic indicators
Employee engagement trends compared to economic indicators
• Canada• US• Europe• Asia Pacific• Latin America• Africa/Middle East
Page 23
Page 24
Factors and outcomes of employee engagement
Factors and outcomes of employee engagement
• Factors• Individual
outcomes• Organizational
outcomes
Page 25
Page 26
Business outcomes
Business outcomes
• Talent• Operational• Customer• Financial
Page 27
Page 28
The impact of higher employee engagement
levels
The impact of higher employee engagement levels
• Absenteeism• Turnover• Shrinkage (theft)• Safety incidents• Quality incidents
(defects)• Higher customer
metrics• Productivity• Profitability
Page 29
Page 30
Building an engaged workforce
Building an engaged workforce
• Know them• Grow them• Inspire them• Involve them• Reward them
Page 31
Page 32
Steps to monitor and improve employee
engagement
Steps to monitor and improve employee engagement 1 of 2
• Know the engagement levels of employees
• Measure employee engagement
• Design and implement programs and initiatives designed to target disengaged workers
Page 33
Steps to monitor and improve employee engagement 2 of 2
• Ensure that leadership teams are on board with and held accountable for employee engagement levels on their teams
Page 34
Page 35
Initiatives to increase levels of employee
engagement
Initiatives to increase levels of employee engagement
• Focus on the individual
• Get buy-in from decision makers
• Make engagement part of your hiring process
• Equip your line managers
• Show you care• Follow through
Page 36
Page 37
Pitfalls to avoid when targeting employee
engagement
Pitfalls to avoid when targeting employee engagement
• Lack of follow-up after an employee engagement survey
• Focus on the wrong areas of improvement
• Poor communication
• Failure to take responsibility
• A “one-size-fits-all” approach
Page 38
Page 39
Employee engagement in low wage, low skill
jobs
Employee engagement in low wage, low skill jobs 1 of 6
What can employers do?• New performance
management• Emphasis on
learning, development, problem solving and career progression
• Teamwork and participation in business development
• Flexible working and supporting work-life balance
Page 40
Employee engagement in low wage, low skill jobs 2 of 6
What does good work look like?• Secure employment• Varied and
interesting work• Autonomy, control,
ownership and task direction
• A fair workplace• Effort-reward
balance• Learning,
development and skill use
Page 41
Employee engagement in low wage, low skill jobs 3 of 6
What does good work look like (cont.)?• Employee voice• Strong working
relationships
Page 42
Employee engagement in low wage, low skill jobs 4 of 6
The benefits of good work• Absence, health &
wellness• Health and safety• Innovation• Engagement and
customer/client satisfaction
• Employee retention• Productivity and
performancePage 43
Employee engagement in low wage, low skill jobs 5 of 6
Enriching jobs• Emphasis on
learning, development, problem solving and career progression
• A focus on teamwork and participation in business development
• Relaxed performance measures
• External involvement schemes
Page 44
Employee engagement in low wage, low skill jobs 6 of 6
Enriching jobs (cont.)• Flexible working and
supporting work-life balance
Page 45
Page 46
Trends for late 2015
Trends for late 2015 1 of 2
• Understand the trends affecting your talent strategy
• Focus on the engagement behaviours required for performance and business success
• Deliver on a compelling employee value proposition
• Create a culture of employee engagement
Page 47
Trends for late 2015 2 of 2
• Protect the foundational elements
• Build engaging leaders
Page 48
Page 49
Conclusion, summary and questions
Page 50
Conclusion, summary and questions
ConclusionSummaryVideosQuestions